A prominent northeast hospital cardiology group with a long-standing reputation in the community sought to hire a physician. At the beginning stages of the search, the hiring team of this single-specialty group, located in a rural area, felt that their ideal candidate would be a younger physician familiar with the region with three years of experience.
The hiring committee needed a partner to work with their schedule and help facilitate the search. Cejka Search joined their team to promote this competitive job opportunity and implement a successful hiring process.
Strategy
Developing a partnership with the hiring team is essential to creating a cohesive recruitment process. Joining the team, embracing the organization’s goals and desired outcomes, Cejka Search earned the leverage to offer advice to other team members.
Cejka Search used that leverage, encouraging the hiring team to open up the selection parameters by (1) seeking candidates beyond the regional parameters of the northeast area; and (2) increasing the number of years of experience required. This created a greater pool of candidates, as well as a sense of urgency to the search.
Cejka also recommended revising the compensation package. Other organizations seeking candidates for similar positions offered higher compensation packages, along with a signing bonus. Since the hiring process is primarily candidate-driven, the position’s benefits needed to keep the potential physician’s expectations in mind. Presenting a more competitive offer attracted more applicants.
Results
By reevaluating the criteria for the position, the recruitment team succeeded in hiring a doctor from the West Coast with more than 15 years of experience who received a higher compensation package. Within a year’s time, two more cardiologists were also successfully recruited. Because this partnership yielded fine results, Cejka Search is now collaborating with the group to create a similar hiring process for a vascular surgery position.
The partnership between the two organizations of the hospital and Cejka Search resulted in a unified recruitment process, a better understanding of what candidates want, and a successful placement for the job position.
Tuesday, October 21, 2008
Monday, October 20, 2008
Improving the Interview Process
A southern New Hampshire hospital needed to improve their success at hiring additional physicians and a team of employed physicians were struggling to find qualified candidates for various positions. In the past, the physicians interviewed a candidate for about 15 minutes then returned to their busy schedules and evaluated the candidate based on instinctive feelings.
After noticing a disorganized interview process, the physicians enlisted Cejka Search experts to help create a successful interview process for the hospital, physicians and the candidates.
Strategy
Most physicians’ busy schedules leave little time to concentrate on interviewing a candidate effectively.
Cejka Search decided that in order for them to recruit successfully, the physicians had to make the interview process a higher priority, which meant starting the process with a serious training program.
Prior to the interviews, Cejka Search and the physicians met to address the results needed for a successful hire. The training continued with the group discussing the importance of advance preparation, introducing the entire team in one visit, assigning specific competencies to individuals interviewing and allotting enough time in the interviews for candidates to answer questions thoroughly. For instance, most interviewers tend to rush candidates even though allowing more time results in more comprehensive answers.
The physicians then role-played within the group to become comfortable asking interview questions. Finally, Cejka Search emphasized how crucial it is to evaluate a candidate within 24 hours.
Cejka Search recommended the physicians apply behavioral interviewing, a technique used to obtain more in-depth answers from the candidates and avoid scripted answers. This technique helps highlight the candidate’s experiences—how they have reacted to situations in the past; what they did to specifically address this issue and the outcome.
Results
After the physicians practiced behavioral interviewing, they interviewed numerous candidates for varying positions. Follow-up surveys, which allowed the candidates to evaluate the interview process, confirmed the process was highly effective.
As a result of the physicians using behavioral interviewing, each qualified candidate proved they identified with the core values of the hospital and would make a good long-term fit for the organization. The improved interviewing process helped the hospital hire several candidates quickly and efficiently.
After noticing a disorganized interview process, the physicians enlisted Cejka Search experts to help create a successful interview process for the hospital, physicians and the candidates.
Strategy
Most physicians’ busy schedules leave little time to concentrate on interviewing a candidate effectively.
Cejka Search decided that in order for them to recruit successfully, the physicians had to make the interview process a higher priority, which meant starting the process with a serious training program.
Prior to the interviews, Cejka Search and the physicians met to address the results needed for a successful hire. The training continued with the group discussing the importance of advance preparation, introducing the entire team in one visit, assigning specific competencies to individuals interviewing and allotting enough time in the interviews for candidates to answer questions thoroughly. For instance, most interviewers tend to rush candidates even though allowing more time results in more comprehensive answers.
The physicians then role-played within the group to become comfortable asking interview questions. Finally, Cejka Search emphasized how crucial it is to evaluate a candidate within 24 hours.
Cejka Search recommended the physicians apply behavioral interviewing, a technique used to obtain more in-depth answers from the candidates and avoid scripted answers. This technique helps highlight the candidate’s experiences—how they have reacted to situations in the past; what they did to specifically address this issue and the outcome.
Results
After the physicians practiced behavioral interviewing, they interviewed numerous candidates for varying positions. Follow-up surveys, which allowed the candidates to evaluate the interview process, confirmed the process was highly effective.
As a result of the physicians using behavioral interviewing, each qualified candidate proved they identified with the core values of the hospital and would make a good long-term fit for the organization. The improved interviewing process helped the hospital hire several candidates quickly and efficiently.
Tuesday, October 14, 2008
Restructuring to Improve Recruitment
A hospital in a small Midwestern community had one hospitalist on staff and was contracting with a hospitalist group who supplied a number of hospitalists when the solo physician was not on duty. The staff hospitalist had a patient load higher than one person could handle. The hospital recognized that to have the continuity and care, a second staff hospitalist was needed.
The hospital recognized this problem and turned to the experts at Cejka Search to recruit for an additional full-time hospitalist.
Cejka Search evaluated the situation from an outside perspective and foresaw a significant power balance issue that might turn highly qualified candidates away.
The current hospitalist was not interested in bringing in a partner to the organization. A new physician would likely face difficulty finding new patients and receiving referrals from doctors with whom the original solo practitioner already had relationships. The job description and setting were not viable unless the hospital was willing to restructure the organization.
Strategy
In this particular case, Cejka Search recommended the hospital create a new coordinator position to serve both an external and internal role. Externally, the position would be a positive face for the community to interact with and internally, he or she would schedule and organize among the soon-to-be three full-time hospitalists. The coordinator would ensure that none of the physicians would be in a position to compete against one another for patients or compensation opportunities.
Results
Since the hospital established a proven and equitable method for distributing patients among the hospitalists, Cejka Search was able to bring in a number of qualified candidates to be interviewed.
After learning about the system’s positive structure, a high percentage of candidates left their interviews very interested in the position and the hospital was able to hire its two top candidates.
The organization now has a hospitalist system that serves the best interest of all parties: the hospital, physicians and most importantly, the patients.
If any organization is planning to grow, it is important to bring all new physicians into fair work environments, which positively impacts physicians’ tenure with the organization.
The hospital recognized this problem and turned to the experts at Cejka Search to recruit for an additional full-time hospitalist.
Cejka Search evaluated the situation from an outside perspective and foresaw a significant power balance issue that might turn highly qualified candidates away.
The current hospitalist was not interested in bringing in a partner to the organization. A new physician would likely face difficulty finding new patients and receiving referrals from doctors with whom the original solo practitioner already had relationships. The job description and setting were not viable unless the hospital was willing to restructure the organization.
Strategy
In this particular case, Cejka Search recommended the hospital create a new coordinator position to serve both an external and internal role. Externally, the position would be a positive face for the community to interact with and internally, he or she would schedule and organize among the soon-to-be three full-time hospitalists. The coordinator would ensure that none of the physicians would be in a position to compete against one another for patients or compensation opportunities.
Results
Since the hospital established a proven and equitable method for distributing patients among the hospitalists, Cejka Search was able to bring in a number of qualified candidates to be interviewed.
After learning about the system’s positive structure, a high percentage of candidates left their interviews very interested in the position and the hospital was able to hire its two top candidates.
The organization now has a hospitalist system that serves the best interest of all parties: the hospital, physicians and most importantly, the patients.
If any organization is planning to grow, it is important to bring all new physicians into fair work environments, which positively impacts physicians’ tenure with the organization.
Monday, October 13, 2008
Use Web Technology to Your Advantage
The demand for primary care positions significantly outweighs the current supply, which makes recruitment a struggle. Since primary care physicians are especially important for the aging population, hospitals and medical groups must adopt creative recruitment strategies.
A non-profit regional health system in eastern Texas launched a search to recruit 15 family practice physicians this calendar year. This health center operates more than 20 area clinics, for which primary care physicians are always in high demand. The health center enlisted Cejka Search experts to help strategize this search.
Strategy
Realizing the importance of cutting-edge technology and outreach, Cejka Search made recommendations on how to best leverage technology based on current trends. For instance, a greater percentage of recent medical school graduates use mobile devices and MP3 players more often than their predecessors. As these technological tools gain popularity, both young and experienced doctors are becoming more tech-savvy. Therefore, the health system can utilize more technology in its efforts to recruit top physician talent.
Effective uses of technology can be as simple as: frequently updating the health center’s Web site producing podcasts (audio recordings of available positions), creating a blog to encourage discussion between candidates and others in the health system. • Update Website with recent awards and announcements. Web site updates are important when candidates consider joining a health system or medical group. They first turn to the organization’s Web site to find information and to validate their interests in applying for an opportunity. Updates may include news about the health system such as recent awards, new treatment centers, and welcome announcements for new physicians.
Results
• Create podcasts. Podcasts are a particularly progressive advertising opportunity as an additional outlet for physicians to find job postings. When Cejka Search began posting job openings via podcast, in as little as 24 hours, the podcast was downloaded 72 times.
• Blog. Another avenue for recruiting, as well as retention, is the use of social networking through a Web log, or “blog.” From a recruiting perspective, it gives candidates a window into the organization’s culture. Candidates can read how new and experienced physicians interact and discuss issues with one another. As an outlet to talk about trends and to ask questions, the blog provides a consistent dialogue amongst doctors at all points in their careers, which is good for retention.
Though it is still a little early to measure results for this year, the feedback, thus far, has been very positive. Even though these positions are in high demand across the country, the search is currently on track to fill all 15 positions as planned. Since there are more candidates who use the Internet to find job opportunities versus journal ads, both the podcast and the blog make job postings even more accessible than traditional search engine postings. Like Web 2.0, recruiting is in its next phase and can be used in combination with Internet tools to seek out the best physicians for hospitalist care.
A non-profit regional health system in eastern Texas launched a search to recruit 15 family practice physicians this calendar year. This health center operates more than 20 area clinics, for which primary care physicians are always in high demand. The health center enlisted Cejka Search experts to help strategize this search.
Strategy
Realizing the importance of cutting-edge technology and outreach, Cejka Search made recommendations on how to best leverage technology based on current trends. For instance, a greater percentage of recent medical school graduates use mobile devices and MP3 players more often than their predecessors. As these technological tools gain popularity, both young and experienced doctors are becoming more tech-savvy. Therefore, the health system can utilize more technology in its efforts to recruit top physician talent.
Effective uses of technology can be as simple as: frequently updating the health center’s Web site producing podcasts (audio recordings of available positions), creating a blog to encourage discussion between candidates and others in the health system. • Update Website with recent awards and announcements. Web site updates are important when candidates consider joining a health system or medical group. They first turn to the organization’s Web site to find information and to validate their interests in applying for an opportunity. Updates may include news about the health system such as recent awards, new treatment centers, and welcome announcements for new physicians.
Results
• Create podcasts. Podcasts are a particularly progressive advertising opportunity as an additional outlet for physicians to find job postings. When Cejka Search began posting job openings via podcast, in as little as 24 hours, the podcast was downloaded 72 times.
• Blog. Another avenue for recruiting, as well as retention, is the use of social networking through a Web log, or “blog.” From a recruiting perspective, it gives candidates a window into the organization’s culture. Candidates can read how new and experienced physicians interact and discuss issues with one another. As an outlet to talk about trends and to ask questions, the blog provides a consistent dialogue amongst doctors at all points in their careers, which is good for retention.
Though it is still a little early to measure results for this year, the feedback, thus far, has been very positive. Even though these positions are in high demand across the country, the search is currently on track to fill all 15 positions as planned. Since there are more candidates who use the Internet to find job opportunities versus journal ads, both the podcast and the blog make job postings even more accessible than traditional search engine postings. Like Web 2.0, recruiting is in its next phase and can be used in combination with Internet tools to seek out the best physicians for hospitalist care.
Friday, October 10, 2008
Compensation Expectations
Setting clear expectations for compensation is one of the most important strategies identified by respondents of the AMGA and Cejka Search 2007 Physician Retention Survey. With that in mind, it is important to remember that attracting and securing the best applicants will help save hospitals and medical groups time and money in the long run.
One recruitment challenge that exemplifies this principle involves a non-profit regional health center that enlisted Cejka Search’s expertise. It is a 392-bed acute care facility with a Level II Trauma Center and an accredited Chest Pain Center located in an East Texas city with a population around 100,000.
The health center was recruiting two pediatricians for two separate positions. The first was a position in its Family Care Center for uninsured and underinsured women and children. The health center paid these physicians a straight salary.
At the same time, the health center was also searching for a pediatric physician who would treat insured patients in a traditional style practice. The components of this financial package did not limit income, providing both a base salary and productivity bonus option in addition to a signing bonus.
This was a challenging search because the requirements for both positions were very similar, although the salary and benefits varied. The health center needed to fill both positions immediately, but did not want all of the candidates to apply only for the more traditional practice setting.
Strategy
Cejka Search used industry supply and demand trends from the retention survey to support their recommendations for the client. Some of this data included qualifying 39 percent of respondents cited increasing the signing bonus, loan repayment or other incentives as a strategy for attracting and retaining primary care physicians. Thus, Cejka Search’s recommendations began with marketing the clinic position by highlighting the signing bonus, although the amount would not be specified.
To also make the position more competitive, it was recommended that bonuses based on productivity would attract more highly qualified candidates.
Results
Once Cejka Search publicized the signing bonus and told the potential candidates of an anticipated change in the compensation plan, the position attracted several qualified applicants.
Cejka Search has already helped the health center fill both positions. The health center implemented Cejka Search’s same recommendations in another specialty in early December 2007 and interviewed and hired a highly qualified top candidate within 60 days.
This case is a success because the client routinely does what it takes to attract qualified candidates for each position.
One recruitment challenge that exemplifies this principle involves a non-profit regional health center that enlisted Cejka Search’s expertise. It is a 392-bed acute care facility with a Level II Trauma Center and an accredited Chest Pain Center located in an East Texas city with a population around 100,000.
The health center was recruiting two pediatricians for two separate positions. The first was a position in its Family Care Center for uninsured and underinsured women and children. The health center paid these physicians a straight salary.
At the same time, the health center was also searching for a pediatric physician who would treat insured patients in a traditional style practice. The components of this financial package did not limit income, providing both a base salary and productivity bonus option in addition to a signing bonus.
This was a challenging search because the requirements for both positions were very similar, although the salary and benefits varied. The health center needed to fill both positions immediately, but did not want all of the candidates to apply only for the more traditional practice setting.
Strategy
Cejka Search used industry supply and demand trends from the retention survey to support their recommendations for the client. Some of this data included qualifying 39 percent of respondents cited increasing the signing bonus, loan repayment or other incentives as a strategy for attracting and retaining primary care physicians. Thus, Cejka Search’s recommendations began with marketing the clinic position by highlighting the signing bonus, although the amount would not be specified.
To also make the position more competitive, it was recommended that bonuses based on productivity would attract more highly qualified candidates.
Results
Once Cejka Search publicized the signing bonus and told the potential candidates of an anticipated change in the compensation plan, the position attracted several qualified applicants.
Cejka Search has already helped the health center fill both positions. The health center implemented Cejka Search’s same recommendations in another specialty in early December 2007 and interviewed and hired a highly qualified top candidate within 60 days.
This case is a success because the client routinely does what it takes to attract qualified candidates for each position.
Thursday, October 9, 2008
Recruiting and Retaining Primary Care Physicians
The Primary Care physician shortage is becoming more critical every year. Primary Care physicians provide their patients with the basic care they require, often recommending and coordinating specialized care as needed. Despite their important role, Primary Care physicians were recently found to be the most difficult to recruit and retain, according to the Cejka Search and AMGA 2006 Physician Retention Survey.
Call responsibilities tend to be the most common challenge for Primary Care physicians. While compensation for call coverage was the least frequently mentioned strategy for recruiting and retaining these physicians, the following tactics have proven effective:
Increasing the use of Nurse Practitioners and Physician Assistants
Hiring Hospitalists to reduce call schedule and hospital responsibilities
Increasing base salary and/or guarantees
Among all respondents in the Cejka Search and AMGA 2006 Physician Retention Survey, 93 percent employed Primary Care physicians and 77 percent of respondents ranked Primary Care physicians first for difficulty in recruiting. Of the Primary Care physicians, the survey found that Internists were the most difficult to retain over the last two years, and pose the greatest concern for recruitment in the next five years.
The above industry trends and challenges reflect important issues from the candidate’s perspective. This information will help develop a Primary Care practice opportunity that is both appealing and competitive, thus attracting the best candidates.
Call responsibilities tend to be the most common challenge for Primary Care physicians. While compensation for call coverage was the least frequently mentioned strategy for recruiting and retaining these physicians, the following tactics have proven effective:
Increasing the use of Nurse Practitioners and Physician Assistants
Hiring Hospitalists to reduce call schedule and hospital responsibilities
Increasing base salary and/or guarantees
Among all respondents in the Cejka Search and AMGA 2006 Physician Retention Survey, 93 percent employed Primary Care physicians and 77 percent of respondents ranked Primary Care physicians first for difficulty in recruiting. Of the Primary Care physicians, the survey found that Internists were the most difficult to retain over the last two years, and pose the greatest concern for recruitment in the next five years.
The above industry trends and challenges reflect important issues from the candidate’s perspective. This information will help develop a Primary Care practice opportunity that is both appealing and competitive, thus attracting the best candidates.
Wednesday, October 8, 2008
Recruiting the Younger Physician
In the coming years, the young medical professionals will be filling the positions that are currently occupied by physicians in the generations known as “Baby Boomers” and “Matures.”
According to the American Medical Association:
Roughly 33% of practicing physicians are 27 to 41 years old, representing the “GenX” segment. Within this generation of physicians, 58% are male and 42% are female.
Millennials, born after 1980, are just now emerging from medical school. Although small in numbers at this point, 54% are women. This is the first segment in the history of modern medicine in which women will represent the majority of physicians.
These young physicians bring with them new values, needs and expectations. A number of key strategies can help you be more effective in recruiting and retaining this “new generation” of physicians.
Align physician recruitment strategies with retention initiatives. Hire the “right” physician who fits well within your culture and then immediately focus on retention initiatives. This includes fostering relationships among peers, the larger practice and the community.
Establish clear expectations. younger physicians expect an accelerated partnership track, one that includes a reasonable buy-in and early sharing or equity participation in ancillary revenue sources. They want to see the specifics of “how much” and “when” spelled out clearly in their employment contract.N
Be ready to address details the realities of the practice during the interview process. This includes productivity goals, the compensation model, call coverage, clinical hours, and patient volumes.
Young physicians generally have strong time management skills and use technology to increase efficiency. They understand the value of team work and thrive in an environment where they receive frequent feedback and mentoring.
Don’t hesitate to structure the opportunity to leverage these strengths for the benefit of all.
According to the American Medical Association:
Roughly 33% of practicing physicians are 27 to 41 years old, representing the “GenX” segment. Within this generation of physicians, 58% are male and 42% are female.
Millennials, born after 1980, are just now emerging from medical school. Although small in numbers at this point, 54% are women. This is the first segment in the history of modern medicine in which women will represent the majority of physicians.
These young physicians bring with them new values, needs and expectations. A number of key strategies can help you be more effective in recruiting and retaining this “new generation” of physicians.
Align physician recruitment strategies with retention initiatives. Hire the “right” physician who fits well within your culture and then immediately focus on retention initiatives. This includes fostering relationships among peers, the larger practice and the community.
Establish clear expectations. younger physicians expect an accelerated partnership track, one that includes a reasonable buy-in and early sharing or equity participation in ancillary revenue sources. They want to see the specifics of “how much” and “when” spelled out clearly in their employment contract.N
Be ready to address details the realities of the practice during the interview process. This includes productivity goals, the compensation model, call coverage, clinical hours, and patient volumes.
Young physicians generally have strong time management skills and use technology to increase efficiency. They understand the value of team work and thrive in an environment where they receive frequent feedback and mentoring.
Don’t hesitate to structure the opportunity to leverage these strengths for the benefit of all.
Thursday, October 2, 2008
Recruiting Principle and Example
Setting clear expectations for compensation is one of the most important strategies identified by respondents of the AMGA and Cejka Search 2007 Physician Retention Survey. With that in mind, it is important to remember that attracting and securing the best applicants will help save hospitals and medical groups time and money in the long run.
One recruitment challenge that exemplifies this principle involves a non-profit regional health center that enlisted Cejka Search’s expertise. It is a 392-bed acute care facility with a Level II Trauma Center and an accredited Chest Pain Center located in an East Texas city with a population around 100,000.
The health center was recruiting two pediatricians for two separate positions. The first was a position in its Family Care Center for uninsured and underinsured women and children. The health center paid these physicians a straight salary.
At the same time, the health center was also searching for a pediatric physician who would treat insured patients in a traditional style practice. The components of this financial package did not limit income, providing both a base salary and productivity bonus option in addition to a signing bonus.
This was a challenging search because the requirements for both positions were very similar, although the salary and benefits varied. The health center needed to fill both positions immediately, but did not want all of the candidates to apply only for the more traditional practice setting.
Strategy
Cejka Search used industry supply and demand trends from the retention survey to support their recommendations for the client. Some of this data included qualifying 39 percent of respondents cited increasing the signing bonus, loan repayment or other incentives as a strategy for attracting and retaining primary care physicians. Thus, Cejka Search’s recommendations began with marketing the clinic position by highlighting the signing bonus, although the amount would not be specified.
To also make the position more competitive, it was recommended that bonuses based on productivity would attract more highly qualified candidates.
Results
Once Cejka Search publicized the signing bonus and told the potential candidates of an anticipated change in the compensation plan, the position attracted several qualified applicants.
Cejka Search has already helped the health center fill both positions. The health center implemented Cejka Search’s same recommendations in another specialty in early December 2007 and interviewed and hired a highly qualified top candidate within 60 days.
This case is a success because the client routinely does what it takes to attract qualified candidates for each position.
Submitted by Cheryl DeVita, Senior Search Consultant of Cejka Search
One recruitment challenge that exemplifies this principle involves a non-profit regional health center that enlisted Cejka Search’s expertise. It is a 392-bed acute care facility with a Level II Trauma Center and an accredited Chest Pain Center located in an East Texas city with a population around 100,000.
The health center was recruiting two pediatricians for two separate positions. The first was a position in its Family Care Center for uninsured and underinsured women and children. The health center paid these physicians a straight salary.
At the same time, the health center was also searching for a pediatric physician who would treat insured patients in a traditional style practice. The components of this financial package did not limit income, providing both a base salary and productivity bonus option in addition to a signing bonus.
This was a challenging search because the requirements for both positions were very similar, although the salary and benefits varied. The health center needed to fill both positions immediately, but did not want all of the candidates to apply only for the more traditional practice setting.
Strategy
Cejka Search used industry supply and demand trends from the retention survey to support their recommendations for the client. Some of this data included qualifying 39 percent of respondents cited increasing the signing bonus, loan repayment or other incentives as a strategy for attracting and retaining primary care physicians. Thus, Cejka Search’s recommendations began with marketing the clinic position by highlighting the signing bonus, although the amount would not be specified.
To also make the position more competitive, it was recommended that bonuses based on productivity would attract more highly qualified candidates.
Results
Once Cejka Search publicized the signing bonus and told the potential candidates of an anticipated change in the compensation plan, the position attracted several qualified applicants.
Cejka Search has already helped the health center fill both positions. The health center implemented Cejka Search’s same recommendations in another specialty in early December 2007 and interviewed and hired a highly qualified top candidate within 60 days.
This case is a success because the client routinely does what it takes to attract qualified candidates for each position.
Submitted by Cheryl DeVita, Senior Search Consultant of Cejka Search
Subscribe to:
Posts (Atom)
Posts
